11.《成就》The Achievement

The book we're talking about today is 'Achievement'. The book tells the story of Bill Campbell, the legendary CEO coach of Silicon Valley. Let's see how Mr Get understands Campbell's coaching wisdom.
Campbell's mind-set is summarised in four features.
First, it emphasises the need for standardised management in IT companies.
 Many people today think that IT enterprises need flexibility and looser management, and even think that the flatter the organisational structure of a company, the better. For example, many companies often have hundreds of direct reports under one vice president or CEO. These seemingly flexible management styles are in fact a sign of poor management. Apart from the difficulty of maintaining efficiency after the company has grown, it is also detrimental to the growth of each individual. Many startups in China today, have difficulties in completing the transformation from small to medium-sized companies, and the fact that the level of management cannot keep up with the development of the business is a crucial reason.
 Secondly, the differences between IT business management and traditional industrial enterprises are emphasised.
 Although IT companies need to be managed, the way they are managed must not be the same as traditional industrial companies, because they have to manage knowledge-based employees. The kind of manager who is all talk and no action is not necessary in IT enterprises, and it is difficult to gain a foothold. Campbell believes that IT companies need a new type of manager who manages teams through the trust of their subordinates, rather than the authority given to them by the company. In a company like Google, a large number of managers are technical experts who are able to get their subordinates to follow them through their deeper knowledge of the industry.
 Third, the emphasis is on service-oriented management.
Campbell emphasises that management is about providing services to subordinates. In order to be service-oriented, good managers must be good listeners who can give their full attention to what others have to say, and then be able to identify the real problems and give advice.
 Fourthly, the emphasis is on the manager's own improvement and productivity.
Campbell believes that every manager needs to learn and be trained professionally, and that those who are smart based on their own limited past experience are not capable of higher leadership positions. When a manager is willing to put his or her head down and learn, there is a qualitative leap in management ability after a period of time.
 According to Campbell, Jobs' first experience at Apple showed that he was not yet a qualified manager. But Jobs, after nearly a decade of subsequent study and exercise, finally got off the ground and became one of the best managers in the world.
 Apart from constantly improving themselves, managers should also be concerned about the efficiency of management - after all, IT companies should not have a high proportion of managers. Campbell is against engaging in any manner of formalism, for example, when making a PowerPoint presentation, don't make a bunch of fancy stuff, have substance and pay attention to details.
译文：
今天要聊的书是《成就》。这本书讲的是硅谷具有传奇色彩的CEO教练——比尔·坎贝尔的故事。我们来看看得到老师是怎么理解坎贝尔的教练智慧的。
坎贝尔的心法概括起来有这样四个特色：
第一，强调在IT企业里规范管理的必要性。
 今天很多人觉得IT企业需要灵活性，管理要松散些，甚至觉得公司的组织架构越扁平越好。比如不少企业经常出现一个副总裁或者CEO下面有上百个直接汇报者的情况。这些看似灵活的管理方式，其实是管理不善的表现。除了公司在成长之后难以维持效率之外，对每一个人的成长也不利。今天中国很多创业公司，难以完成从小公司到中型公司的转变，管理水平跟不上业务的发展是至关重要的原因。
 第二，强调IT企业管理和传统工业企业的差异。
 虽然IT企业需要管理，但是管理的方式绝不能和传统的工业企业一样，因为它们要管理的是知识型员工。那种只动口不动手的经理人，在IT企业中是没有存在的必要的，也是难以立足的。坎贝尔认为，IT企业需要新型经理，他们是通过下属对他们的信任，而不是公司赋予的权威来管理团队的。在Google这样的企业，大量的管理者都是技术专家，他们是通过自己对行业更深入的认识，让下属跟着他们走。
 第三，强调服务型管理。
坎贝尔强调管理是对下属提供服务。为了做到服务型管理，好的管理者必须成为好的倾听者，他们能全神贯注地倾听别人的意见，然后能够找出真正的问题所在，并且给出建议。
 第四，强调管理者自身的提高和工作效率。
 坎贝尔认为每个管理者都需要学习并接受专业的培训，那些根据自己以往有限经验，自作聪明的人是无法胜任更高的领导岗位的。当一个管理者愿意放下架子学习，经过一段时间的锻炼，在管理能力上就会有质的飞跃。
 根据坎贝尔的看法，乔布斯在苹果的第一段经历说明他还不是一个合格的管理者。但是乔布斯经过后来近十年的学习和锻炼，终于脱胎换骨了，成为全球最好的管理者之一。
 管理者除了要不断提高自身水平外，还要讲究管理的效率，毕竟IT企业的管理者比例不应该很高。坎贝尔反对搞任何方式的形式主义，比如在做PPT时，不要搞一堆花里胡哨的东西，要有实质内容，要关注细节。